Institutional Development Plans for Higher Educational Institutes

This ppt decribes the importance of "Institutional Development Plans for Higher Educational Institutes" according to UGC.

1. Institutional Development Plans for Higher Education Institutions How to improve Governance: Ensuring fully functional BOG/ Senate/ Syndicate/ Academic Council – a) Providing autonomy with full accountability wrt all aspects of governance in HEI b) Puting in place processes and quality assurance mechanisms c) Involving all stakeholder including alumni in the processes leading to appointments/nominations/selections in the BoG /Senate/Syndicate/ Academic Council d) Various levels of financial autonomy to be defined including striving for self- sustainability e) Focusing on good governance which strives to preserve the integrity of the academic value system while at the same time adequacy of control systems.

2. How to improve Financial Enablers: Funding Sources: Identify and prioritize the existing & additional sources of funding for the development of financial enablers such as government grants, project overheads, research consultancies, patents, alumni donations, private sector partnerships, and fundraising campaigns. b) The public funded as well as other HEIs must strive to work on a sustainable revenue model where the revenues are derived from the following main sources such as: i. tuition fee from the students ii. government grants and subsidies iii. overheads earned on the sponsored research and development projects from the Government and private/ corporate sector. iv. endowments, philanthropic contribu ti ons and other income like CSR, royalties on intellectual property (IP)/ patents etc.

3. c) In a fully developed HEI , each of these sources need to contribute a balanced percentage to the total revenue, depending on the strategy & size of the HEIs . Therefore, HEIs must also focus on expanding their revenue sources in a “fit for strategy” model. Budget Allocation: Determine how the budget will be allocated among different areas of the institution, such as Enablers of development, faculty and staff salaries, student services, and research initiatives. ii. Transparency: Ensure that all financial transactions are transparent, accountable and auditable to maintain trust and credibility with stakeholders. iii. Financial Sustainability: Develop a long-term financial plan that includes measures to ensure financial sustainability, such as diversifying income streams, controlling costs and increasing efficiency. iv. Investment Strategy: Develop an investment strategy that maximizes returns while minimizing risk, to ensure that the funds generated from investments are used effectively to support the development of financial Enablers. The garnering of resources and their deployment including constructive policy recommendations for Funding Regulation and

4. management can also be significantly aided. v. Collaboration: Foster collaboration and partnerships with government agencies, private sector entities, and bi-and multi-lateral agencies, other institutions to leverage resources and expertise to support the development of financial Enablers. vi. Stakeholder Engagement: Engage with key stakeholders, such as students, faculty, staff, alumni, governments, local industry, and local communities, civil society and international bodies, to understand their needs and priorities for the development of financial Enablers. vii. Additional Outreach Models for Fund Generation

5. How to develop & improve Innovative Academic Enablers: a) Development: Innovative academic Enablers can be developed by means of various activities for creating innovators by means of Planning, Implementation, Evaluation, Feedback, and self-study report. The following steps may be helpful for developing innovative academic Enablers: i. Conceiving and developing a robust institutional strategy based on adequate and appropriate analysis, choice making in line with the vision of the institution. ii. Creating & retaining a strong faculty base through faculty recruitment, performance analysis and regular development programmes . iii. Designing flexible curriculum and introducing multidisciplinarity in HEIs including appropriate integration of Vocational Education, Training and Skilling into the curriculum.

6. iv. Using appropriate industry experts in curriculum design & implementation. v. Appropriate Mechanism & Enablers for the Upgradation of Curriculum. vi. Developing leaders as role models through commitment & multi-tasking analysis. vii. Developing students by offering a confidence-building education model through student integrated development model. viii. Adhering to a specified/defined/regulated Student-Teacher Ratio for various forms of learning & assessment. ix. Growth & expansion of the university through environmental analysis. x. Introducing technology in the form blended mode of learning, Creation and delivery of digital content etc.

7. b) Improvement: i. Learning and Teaching excellence, cooperative education, and research. ii. Imparting high-quality professional and application-based education in a wide range of interdisciplinary areas. iii. Approach by academia by ensuring 360° access to teaching & learning, skill & capacity building resources, research and Intellectual Property (IP) creation, protection & deployment. iv. Embedding appropriate skills and employability skills, including soti skills, life skills and foundational technology skills into learning. v. Curriculum to be a suitable blend of theory and practice and also available digitally that fosters potential minds to be active contributors in the process of social transformation of the habitat. vi. Intensive and balanced use of the latest technology, i.e. AR, VR, ML/AI

8. vii. Practice-oriented and industry required research and pedagogy to make teaching and research unique, such as including Industry 4.0/5.0 viii. Implementation of blended mode of learning including digital and online learning ix. Academic excellence and Professional Education delivery – student centric teaching and learning process, top quality professional education to students x. Faculty: a high proportion of full-time faculty (75-80%) with Ph.D. or required industry expertise and quality research publications, IP Creation, Protection & Deployment. Incentivising industry and socially linked collaborative teaching and development of pedagogic material is a powerful enabler. xi. Regular and continuous capacity building of faculty through refresher programs and training of trainers (in case of VE ) especially in the following areas:

9. a) Implementation and operationalisation of National Credit Framework ( NCrF ) b) Implementation and operationalisation of Academic Bank of Credits (ABC) c) Implementation and operationalisation of National Higher Education Qualification Framework ( NHEQF ) with level descriptors d) Integrating Vocational Education, Training & Skilling into HEIs e) Implementation and operationalisation of National Skills Qualification Framework ( NSQF ) with level descriptors f) Implementation and operationalisation of Indian Knowledge System ( IKS ) and Future Skills

10. xii. Curriculum for sensitization in terms of providing educational program for inculcating empathy, environmental understanding, PwDs and other special sections of the society. xiii. Excellent physical and soti Enablers, modern Labs, with ubiquitous technology and learning platforms embedded xiv. Create world class Open Online/ Digital/ Blended learning Resources for a Global student/ Audience ( OCW , MOOCs ) xv. Provide Educational Leadership to other Institutions, Nationally and Globally xvi. Inspiring and motivating learning environment - student or learner- centered ; knowledge- centered ; innovation- centered ; and community- centered xvii. Promote commercial business ideas while mentoring the student and becoming part of their Start-up ecosystem.

11. How to Develop Research, Intellectual Property & Supportive Enablers : To enhance new knowledge creation and intellectual property enablers, academic institutions can implement various strategies, including: Involving all stakeholders in research, innovation, and scholarly publication. b) Cultivating a culture of innovative thinking. c) Promoting systematic institutional research. d) Collaborating with universities, research centres , industry, and the community. e) Focusing on quality research programs and intellectual property development. f) Encouraging faculty participation in research projects. g) Setting aspirational goals and creating resource optimization mechanisms. h) Monetizing research outcomes through IP protection and commercialization efforts.

12. i) Identifying commercially valuable research outcomes and engaging with industry and fostering collaborations with industry stakeholders. j) Providing training programs for researchers on research monetization and IP protection. k) Defining clear licensing and technology transfer processes. l) Offering mentorship and support to startups . m) Exploring funding mechanisms and cultivating an entrepreneurial culture. n) Continuously monitoring and evaluating research monetization efforts.

13. Research Enablers : a) Recognising and engaging with Government, Industry, Academia, and Society as key stakeholders in research and development activities, with evolving roles in a knowledge-based society and economy. b) Choosing to play an appropriate role in advancing knowledge and creating a robust research ecosystem relevant to the Institution’s aims. c) Pursuing appropriate opportunities for the institution would include establishing a powerful research vision and portfolio. Improving resource availability, and enhancing research ecosystem support is a powerful driver. d) Enabling interventions in the institution may involve creating research management structures, industry liaison offices, and fundraising offices to strengthen governance and collaboration.

14. Supportive and Facilitative Enablers : Supportive and facilitative enablers encompass intellectual and emotional aspects that foster a sense of belonging, pride, and ownership among HEI stakeholders. a) To develop emotional surplus as enablers, universities need to provide an appropriate working environment, transparency in administration, and a culture of trust and respect. b) Strategies for developing emotional surplus include learner-centric practices, visionary leadership, mutual trust, core values, accountability, and social responsibility. c) Inclusion and diversity initiatives involve supporting underrepresented learners through mentorship and buddy inititiaives , promoting diversity, mitigating costs, providing financial assistance, and creating an inclusive curriculum and facilities.

15. Human Resources Management Enablers : Overview : Balancing the need for autonomy and flexibility within a Higher Education Institution ( HEI ) while adhering to regulatory and HR practices can be challenging but essential for fostering innovation and academic excellence. The emphasis here is the careful balance and interlinkage between principles and precepts. Here are some strategies to strike that balance: Institutional Autonomy and Policy Development Engage Faculty and Stakeholders Clear Communication Customize Where Appropriate Flexibility in Implementation Regular Review and Feedback Compliance Teams and Commitees Training and Awareness Seek Regulatory Clarifications Continuous Improvement

16. K) Transparency in Decision-Making L) Celebrate Autonomy Success Stories How to - Contextualization of key HR practices in Higher Education Institutions Balancing autonomy and flexibility with regulatory and HR practices in HEIs also requires a thoughtful and collaborative approach. It's crucial to recognize that compliance and autonomy are not mutually exclusive but can complement each other when managed effectively. By involving stakeholders, fostering open communication, and continuously adapting policies, HEIs can achieve this balance while thriving in a dynamic academic environment. ( HEIs ) need to include regulatory and statutory requirements, an illustrative enumeration is provided below:-

17. a) Recruitment and Selection (Faculty Hiring): i. HEIs , as per Regulatory guidelines, must adhere to specific academic and research requirements for faculty positions .